the NDRA’s vision for...

i | National Displacement & Refugee Agency (NDRA) Three Years Strategic Plan 2019-2021

Hay’addaQaxoontigaiyoBarakacayaashaQaranka (HQBQ)

FOREWORD

The Three-Years Strategic Plan of National Displacement and Refugee Agency (NDRA) seeks to articulate the main priorities and strategies and serve as an important guide for the country in general and NDRA in particular over the period of 2019-2021. This strategic plan outlines the NDRA’s vision for protecting and supporting refugees, asylum seekers, IDPs, returnees and migrants. It also identifieskey strategic issues and assesses the Agency’s strengths, weaknesses, threats and opportunities, culminating into specific strategies which will be pursued during the planned period. This strategic document is divided into five chapters, including Chapter One explaining the background of NDRA, its vision, mission, objectives and overall purpose; Chapter Two outlining the Somaliland National Vision 2030 and Somaliland National Development Plan II; Chapter Three describing the strategic planning process; Chapter Four illustrating the vision for protecting and supporting the attainment of rights and durable solutions for refugees, asylum seekers, IDPs, Returnees and migrants; and Chapter five providing strategic activities matrix. The strategic plan is focused on our vision of how Internally Displaced Persons, Refugees and Asylum Seekers, Returnees and Migrants find protection, assistance and eventual solutions to their situations. The Strategy help different actors responding to these groups to come together around common priorities. The effective implementation of the strategic plan will require participation of the different stakeholders i.e. Government institutions, INGOs, LNGOs, UN Agencies, private sector and Donors in order to meaningfully acehive the objectives of the strategy. It is my sincere hope that this Strategic Plan will enable us to effectively address the major challenges and prioritize the strategic issues in the national plan of solution for the Refugees, Returnee, IDPs and migration in the country and it would build upon and seek to establish synergies with the Somaliland National Development Plan II and Somaliland National Vision 2030. I am pleased to share with you this document which has been developed through a highly participatory process and therefore, is an expression of collective commitment to sustainable development from key stakeholders. I would like to express my gratitude to UNHCR, Oxfam and World Visionin its capacity as Somaliland Durable Solutions Consortium (SDSC)which supported us in the financing of the development of this strategic plan.

ii | National Displacement & Refugee Agency (NDRA) Three Years Strategic Plan 2019-2021


In conclusion, we would like to encourage all stakeholders to align their work along the principles of durable solution proposed in the strategy by the National Displacement and Refugees Agency since it enables us all to be effective and efficient together without creating unnecessary dependencies. Best regards, Mr. Abdikarim Ahmed Mohemed Chairman of the National Displacement and Refugee Agency Somaliland

1 | National Displacement & Refugee Agency (NDRA) Three Years Strategic Plan 2019-2021


FOREWORD .................................................................................................................... i

Mandate of the Agency ................................................................................................. ii

Acronyms ....................................................................................................................... 7

Executive Summary ...................................................................................................... 8

CHAPTER ONE -Introduction and Background of NDRA ........................................ 10

Roles and responsibilities .................................................................................... 10

Rationale for the Creation of NDRA ..................................................................... 10

Vision ................................................................................................................... 12

Mission Statement ............................................................................................... 12

Objectives of the Agency ..................................................................................... 12

Core values .......................................................................................................... 14

Organizational Structure ...................................................................................... 14

Implementation Arrangements ............................................................................. 14

Financing and Financial Management ................................................................. 15

Chapter Two – Key Guiding Documents and principles .......................................... 16

1. Somaliland National Vision 2030 ..................................................................... 16

2. Somaliland National Development Plan II ........................................................ 16

Pillars of National Development Plan ............................................................................... 16

3. Comprehensive Refugee Response Framework ............................................. 16

4. Centrality of Protection ..................................................................................... 17

5. Towards a new way of working ........................................................................ 17

Guiding Principles: ............................................................................................................ 18

1. State responsibility and capacity: ................................................................................. 18

2. Community participation, involvement and accountability: ....................................... 19

3. Mainstreaming of gender and diversity in social inclusion programmes: ................... 19

4. Do no harm and building the foundations for peace: .................................................. 19

5. Evidence-based, risk-informed programming: ............................................................. 19

Chapter Three - Strategic Planning Process ............................................................ 20



Preparation of The strategic plan (2019-2021) ..................................................... 20

Methodology ........................................................................................................ 20

Performance Review of the Previous Strategic Plan: 2011- 2015 ........................ 20

SWOT Analysis: Internal ...................................................................................... 21

Strengths.............................................................................................................. 21

Weaknesses ........................................................................................................ 21

Opportunities ........................................................................................................ 21

Threats ................................................................................................................. 21

Chapter 4: Strategic objectives and plan by each Pillar .......................................... 23

Pillar 1: Somaliland IDPs Protection and Recovery Strategy ............................... 23

Introduction .......................................................................................................... 23

Displacement- Related context ............................................................................ 23

Some common Features of Displaced population in Somaliland include: ............ 25

Durable Solutions for Displacement: .................................................................... 26

In addition the IDP response in Somaliland requires: .......................................... 26

Pillar 1 Overall Objective ...................................................................................... 27

Specific objectives ............................................................................................... 27

Strategic objective 1: ............................................................................................ 27



Implementing the IDP protection and response strategy ..................................... 27

Pillar 2: Refugee Protection and Solutions Strategy ............................................ 28

Somaliland Refugee Context ............................................................................... 28

Protection and Solutions Opportunities ................................................................ 29

Pillar 2 Strategic objectives .................................................................................. 30

Strategic Objective 1: Legal protection, including access to territory ................... 30

Strategic Objective 2: Access to registration and documentation ........................ 30

Strategic Objective 3: Access to Refugee Status Determination (RSD) procedures

............................................................................................................................. 30

Strategic objective 4: Internalisation of international legal instruments for the

protection of refugees .......................................................................................... 31

Strategic Objective 5: Peaceful co-existence with local communities promoted .. 31

Strategic Objective 6: Sustainable livelihoods improved ...................................... 31



Strategic Objective 7: Social service delivery is integrated with local governments

............................................................................................................................. 31

Strategic Objective 9: Provision of emergency assistance ................................... 32

Pillar 2: Refugee Protection and Solutions Strategykey actors ............................ 32

Government of Somaliland – National Displacement and Refugee Agency (NDRA)

............................................................................................................................. 32

UNHCR: ............................................................................................................... 32

Implementation of the strategy ............................................................................. 33

Programmatic priorities ........................................................................................ 33

Pillar 3: Returnees: Strategy on sustainable return and inclusion of returnees .... 33

Areas of programmatic priority ............................................................................. 34

Key Activities ........................................................................................................ 34

Pillar 4: Migration Response Centre .................................................................... 36

INTRODUCTION ................................................................................................. 36

MRC Specific strategic objectives ........................................................................ 37

MRC KEY ACTIVITIES ........................................................................................ 37

Strategic Matrix of Activities ................................................................................. 38

Annex 1. Budget Summary Table .............................................................................. 47

Annex 2. Sustainable Development Goals and NDP II Outcomes Summary

Table ............................................................................................................................. 48



Acronyms

Candlelight: Candlelight for Health, Education and Environment

CCBRS: Comprehensive Community-Based Rehabilitation Service

DRC: Danish Refugee Council

EU: European Union

FAO: Food and Agriculture Organization

SGBV: Sexual and Gender Based Violence

HAVOYOCO: Horn of Africa Voluntary Youth Committee

INGO: International Non-Governmental Organization

IOM: International Organization for Migration

M&E: Monitoring and Evaluation

MOI: Ministry of Interior

MESAF: Ministry of Employment, Social Affairs and Family

MOH: Ministry of Health Development

MOWD: Ministry of Water Development

NDP II: National Development Plan II

NDRA: National Displacement and Refugee Agency

NGO: Non- Governmental Organization

NRC: Norwegian Refugee Council

IDPs: Internally Displaced Persons

OAU: Organization of African Union

SWOT: Strength, Weaknesses, Opportunities, Threats

UN: United Nations

UN Habitat: United Nations Human Settlements Programme

UNDP: United Nations Development Program

UNHCR: United Nations High Commissioner for Refugees

UNICEF: United Nations Children’s Fund

UNOCHA: United NationsOffice forthe Coordination of Humanitarian Affairs

USAID: United States Agency for International Development

WFP: World Food Programme

WVI: World Vision International



Executive Summary

The situation of IDPs, refugees, returnees and migrants need critical resolution and should be given priority during humanitarian and development response planning. The Somaliland National Vision 2030points out that the eradication of poverty, social development and crosscuttingnature of the protection issuesare very important in the implementation of NDPII. This strategic plan will cover the coming three years, from 2019 -2021 and intends as a guideline for all the actors working in this field. This strategy addresses the interrelationship between humanitarian and development planning. It addresses the need to enhance access to human rights and attainment of durable solutions1for IDPs, refugees, returnees and migrants in the country. Thestrategy is divided into the following components 1) Introduction and background of the NDRA; (2) National Development Plan;(3) Strategic planning process; (4) Protection and solutions strategy for IDPs, Refugees and asylum seekers: returnees and migrations and (5) matrix of activities. The strategy articulates the main priorities for the National Displacement and Refugee Agency. The planning process started with consultations at the key management level, followed by internal technical workshops with all stakeholders to formulate the first draft. The draft was again discussed with internal technical staff and other stakeholders for validation. Throughout the process, there was a constant consultation between the external consultants and the staff of the Agency whose inputs have been valuable in providing policy and strategic guidance to the overall plan. This strategy represents a collective contribution of the United Nations and other

international stakeholders, including non-governmental organizations to the

Government initiatives for recovery and durable solutions in the Somaliland.

Developed under the overall leadership of the NDRA Coordination, the purpose of

the strategy is to align international support to, and build on the capacity of the

government. This will ensure Government-led solutionsare persuedin a manner that

draws on best practices and are underpinned by applicable national, regional and

international standardsthus addressing the problems of Refugee, IDPs, Returnee and

migrants.

The overarching objective of the strategy is to support the realisation of solutions of

voluntary return orlocal integration of displaced populations, and in doing so,

contribute to the resilience of communities affected by displacement, with overall

expected positive effects on recovery and peace building. This is the real aim of

addressing issues related to Refugees/Asylum seekers, Returnees, IDPs and

Migrants.

1According to UNHCR, durable solutions for refugees are underpinned by a durable legal status which ensures protection

for their civil, cultural, economic, political and social rights without discrimination including through access to national services and systems. UNHCR’s durable solutions encompass local integration, voluntary repatriation and resettlement and complementary pathways, which is a fourth solution dimension, when safe and regulated pathways to third countries help refugees to access protection and sustainable solutions. Depending on the situation in the country of asylum, one or more durable solutions can be simultaneously explored.



The strategy encourages attainment of durable solutions for these vulnerable groups

through joint effortsof all the stakeholders.



CHAPTER ONE -Introduction and Background of NDRA

The Somaliland National Displacement and Refugee Agency (NDRA) was established

on 3rd of January 2018 with the Presidential degree by the President of Somaliland.

NDRA is the governmental agency dealing with refugees/asylum seeker, IDPs,

returnees and migration responses. The agency operates and functions in all regions

of Somaliland. The agency will provide support to the refugees/asylum seeker, IDPs,

returnees and migrants in Somaliland for durable solutions and protections.

Roles and responsibilities

1. The roles and responsibilities of the former Ministry of Reconstruction,

Returnees and Rehabilitation has been transferred to National Displacement

and Refugee Agency

2. Without changing the meaning of the above mentioned article the roles and

responsibilities of the agency are:

a) To develop acts, policies, strategies and projects of the IDPs, refugees,

returnees and migrants in collaboration with government and other aid

organizations.

b) To initiate and implement the strategies and durable solution projects for

resettlement of the IDPs, refugees, returnees and migrants

c) To implement projects that are necessary in resettlement of the target

group (IDPs, refugees, returnees and migrants) such as security, water,

health, education etc.

d) To coordinate aid and donations from the government and Aid agencies

for IDPs, Refugees, Returnees and Migrants

e) To assess and monitor the resettlement programs and funds intended for

the returnees in relation to the agreements and policies concerned for

returnees.

f) To provide supports to the IDPs.

g) To provides supports to the returnees

h) To register refugees and asylum seeker in the country in collaboration

with other government institutions such immigration department in

relation to the existing laws and policies.

i) Other roles and responsibilities in relation to the existing laws in the

country

Rationale for the Creation of NDRA

NDRA replaced the former Ministry of Resettlement, Rehabilitation

andReconstruction due to the reform of the 2017 new elected government

restructuring and downsizing of government institutions. NDRA is a specialized and

mandated institution to address the plight and growing number of people of concern

including IDPs, refugees, returnees and migrants.



The Social Sector is a key element of The Somaliland National Vision 2030, which

points out that Somaliland should have a State with a healthy and well-

managed population including the vulnerable groups of people in the

country. In line with the Vision 2030, NDRA aims to ensure the persons of concern

are assisted to access their rights and attain durable solutions.



Vision

IDPs, refugees/asylum seekers, returnees and migrants have their rights respected as per international protection standards, and are able to achieve durable solutions through well-being and sustainable living standards.

Mission Statement

The NDRA will protect and assist refugees, asylum seekers, IDPs, returnees,

migrants and people in mixed movements by supporting their access to rights and

their attainment of durable solutions through policy development, analysis,

advocacy, programming, coordination and effective community engagement.

Objectives of the Agency

The objectives of the National Displacement and Refugee Agency shall be:

1. To aim at having updated information, and where feasible, databased of various categories of persons of concern to NDRA in close collaboration with other government and humanitarian agencies.

2. To formulate strategies, policies, operational plans and programs on matters relating to persons of concern with the assistance of the relevant governmental institutions, UN Agencies, other organizations as well as with the community in pursuant to the international standards, in particular, the Guiding Principles on IDPs, the Kampala Convention, the Geneva Refugee Convention and its Protocol, the OAU Refugee Convention ,the Statelessness Conventions,International Convention on the Protection of the Rights of all Migrant Workers and Members of their Families, UN Convention against Transnational Organized Crime,Palermo Protocols, and other key human rights instruments.

3. Ensure protection-sensitive migration and border management policies and procedures in collaboration with the Ministry of Interior, Ministry of Justices and Police.

4. To support the attainment of durable solutions for the persons of concern with Government Ministries, the United Nations Agencies and other relevant actors in accordance with the right to freedom of movement and choice of residence.

5. To represent the Somaliland Government in technical discussions on durable solutions in Somaliland and abroad, including countries hosting Somaliland refugees.

6. To ensure internally displaced persons, returnees, refugees, migrants and other people traveling within mixed migration flows have access to internationally recognized human rights in line with the principle of non-discrimination and in collaboration with the relevant government institutions.



7. To pursue alternatives to settlements and camps where possible, but wherethose exist particularly for IDPs, to effectively manage the related facilitiesandto ensure provision of basic services

8. Find alternatives and develop advocacy strategies along with other actors andstakeholders, to prevent forced evictions and to avoid further displacement.

9. To initiate and implement projects that promotes peaceful and harmoniousintegration, reintegration and access to basic service among host communitiesand persons of concern, with the assistance of governmental institutions,development partners and other relevant actors.

10. To disseminate information on agreed policies, laws and strategies acrossSomaliland.

11. The NDRA will place particular emphasis on vulnerable women, children, olderpersons and people with disabilities (PWDs).



Core values

• Transparencyand Accountability

• Result oriented

• Excellence andprofessionalism

• Efficiency and effectiveness

• Teamwork and partnership

• Creativity and innovation

• Community and rights-based

approaches

Organizational Structure

Implementation Arrangements

NDRA is the lead Somaliland Government Agency for implementation of the strategy

in accordance with its mandate. However, the implementation requires strong

participation from all relevant stakeholders in order to strengthen coordination and

build synergies in mobilizing and allocating funding. It is therefore imperative that

the NDRA bring together stakeholders like Somaliland government ministries UN

Agencies and I-NGOsand other relevant actors to enhance effective planning and

follow-up. Each respective organization and government institution will contribute to

the different thematic areas including amongst others, livelihoods, protection, WASH,



education, nutrition, food security, coordination, child protection, SGBV, shelter and

health.

Financing and Financial Management

The strategic plan outlines the major strategic objectives to be implemented within

the plan period and provides implementation strategies, activity implementation

plans, monitoring and evaluation plan and financial requirement projections. The

plan also envisages mobilization of resources beyond Central Government’s

budgetary allocations and outlines some of the potential sources of funds and how

they will be identified.



Chapter Two – Key Guiding Documents and principles

1. Somaliland National Vision 2030

NDRA strategic plan will contribute to align with the goals of the Somaliland National

vision to ensure provision of access to rights, social development and protection of

refugees, asylum seekers, IDPs, returnees and mixed migration flows.

In 2011, after 20 years of remarkable progress as an independent country,

Somaliland decided to embark on the formulation of a vision that could encapsulate

its long-term aspirations. The Somaliland Vision 2030: A stable, democratic and

prosperous country where people enjoy a high quality of life was developed taking

into account Somaliland’s past, present and envisioned future.

2. Somaliland National Development Plan II

• Reduce poverty and increase resilience, particularly for the youth through

increased economic opportunities and coordinated investment in services,

production and infrastructure

• Maintain the human rights of every citizen through equal access to social

services, social protection, political inclusion and provision of fair justice.

• Mitigate against the effects of climate change through improved management

of the environment, strategic water management, food security and

diversification of the economy.

Pillars of National Development Plan

• Economic Development: A nation whose citizens enjoy sustained economic growth and reduced

poverty levels • Infrastructure Development:

• A nation with an advanced dinfrastructure network that facilitates economic and social development.

• Good Governance: A caring society meeting the basic social needs of its members.

• Social Development: A state with a healthy and well managed environment that is productive and sustainable.

• Environment Protection.

3. Comprehensive Refugee Response Framework

The NDRA strategic plan also envisages linking with the principles of the Comprehensive Refugee Response Framework (CRRF) adopted as an outcome of the 2016 New York Declaration for Refugees, which was endorsed by all 193 member states at the UN General Assembly (A/RES/71/1). The objectives of the CRRF



includes (i) easing pressures on host countries; (ii) enhancing refugee self-reliance; (iii) expanding access to third country solutions; and (iv) supporting conditions in countries of origin for return in safety and dignity.

The Comprehensive Refugee Response Framework and Global Compact emanates

from fundamental principles of humanity and international solidarity, and seeks to

operationalizes the principles of burden- and responsibility-sharing to better protect

and assist refugees and support host countries and communities. The Global

Compact is entirely non-political in nature, including in its version implementation,

and is in line with the purposes and principles of the Charter of the United Nations.

It is grounded in the international refugee protection regime, centred on the cardinal

principle of non-refoulement, and at the core of which is the 1951 Convention and

its 1967 Protocol. Some regions have also adopted specific instruments which apply

to their own respective contexts. The global compact is guided by relevant

international human rights instruments, international humanitarian law, as well as

other international instruments as applicable. It is complemented by instruments for

the protection of stateless persons, where applicable. The humanitarian principles of

humanity, neutrality, impartiality and independence – A/RES/46/182 and all

subsequent General Assembly resolutions on the subject, including resolution

A/RES/71/127 – as well as the centrality of protection also guide the overall

application of the global compact. National ownership and leadership are key to its

successful implementation, taking into account national legislation, policies and

priorities. The NDRA’s strategy will be anchoredon the principles of CRRF.

4. Centrality of Protection

All actors must respect the rights of affected populations to make an informed and

voluntary choice with regards to the solution they want to pursue. It is important

that measures are taken to avoid disruption of humanitarian interventions, family

separation, Gender-Based and other types of violence as well as, protection incidents

linked to the lack of preparedness or premature return of IDPs. Specific attention

must be given to the needs of the most vulnerable and marginalised by ensuring

they are identified and have prioritized access to adequate safe and nutritious food,

material support, legal assistance, justice, reconciliation, documentation, and

essential and specialized services. All interventions, irrespective of sector, should be

underpinned in design and implementation by sound gender and protection-sensitive

analysis. Compliance with human rights and international humanitarian law should

form an integral part of the response, while recognizing the legitimate national

security concern of the government.

5. Towards a new way of working

In the World Humanitarian Summit held in Istanbul in May 2016, key stakeholders

including Member States, UN agencies and NGOs committed to adopt a shift of

mindset to bridge the humanitarian-development divide. Parties committed not only

to leave no-one behind and respond to humanitarian needs, but also to reduce



needs by addressing the causes of crises. The Summit called for a New Way of

Working whereby humanitarian and development actors including donors could work

together through joint analysis, joint planning, joint coordination, collective

outcomes and multi-year planning.

This Strategy will also establish linkages with the other Somaliland specific programs

and policy frameworks, including the Recovery and Peace Building programs and

follow-up action plans, 2018 Humanitarian Response Plan, the Development

Assistance Framework, the National Policy on Internal Displaced Person (IDPs) in

Somaliland, the Comprehensive Refugee Response Framework and the National

Action Plan. The Strategy also draws on lessonslearnt from other countries,

recommendations of UN human right mechanisms and principles enshrined in

international and regional legal and policy instruments, such as the Kampala

Convention, the UN Guiding Principles on Internal Displacement, and the IASC (Inter

Agency Standing Committee) Framework on Durable Solutions and the Secretary

General’s Decision on Durable Solutions

Guiding Principles:

The strategy will be implemented in accordance with the following overarching

principles.

1. State responsibility and capacity: The primary responsibility for providing

solutions for displaced population needs to be assumed by the Somaliland

government represented by the National Displacement and Refugee Agency (NDRA),

at the Central, Regional and LGA levels. Programmatic action should be based on

dialogue and guidance from government authorities in relation to the government’s

own plans for the reconstruction and recovery of Somaliland. The current strategy

proposesthat the government form the backbone of a future national strategy

working towards durable solutions for displacement in the country.



2. Community participation, involvement and accountability:IDPs, returnees,

host community representatives, community leaders, faith-based groups and local

government officials need to be fully involved in the planning and implementation of

interventions, with the specific aim of promoting gender equality and respect for

diversity. Programmatic interventions should encourage partnership with and the

inclusion of displaced populations. IDPs and returnee involvement in local

development planning, open platforms for equal consultation with displaced and

local communities, ensuring that both benefit from operational responses and having

active avenues to providecomplaints, feedback and response are key elements of

this strategy. Partnering with community-based organizations, national NGOs and

other civil society members to build on their extensive experience and knowledge

needs to be prioritized by humanitarian and development actors.

3. Mainstreaming of gender and diversity in social inclusion

programmes:All actors must integrate gender and diversity perspectives into

programming, ensuring that interventions have a positive impact in enabling

women’s rights, voice and participation, and benefit girls, women, boys and men of

all ages and backgrounds and people with disabilities, with no discrimination. They

must also integrate an analysis of social exclusion in particular communities to

ensure programming benefits all in the community and those with specific protection

concerns and vulnerabilities are taken into account when assessing risks and

designing strategies.

4. Do no harm and building the foundations for peace: The needs, rights and

legitimate interests of IDPs, returning refugees, migrants and host communities

need to be the primary considerations guiding all policies and decisions on solutions.

Any substantial risk that interventions may increase or exacerbate tensions within

and between communities and not harness their potential to positively contribute to

improving conflict dynamics must be mitigated.

5.Evidence-based, risk-informed programming:Interventions should be based

on needs identified and agreed in consultation with concerned populations.

Evacuation or relocation must take place in full respect of international standards in

line with relevant international law.



Chapter Three -Strategic PlanningProcess

Preparation of The strategic plan (2019-2021)

The preparation of this strategic plan has followed a participatory process as it is an

important foundation for mobilizing stakeholders and building synergies for

successful implementation. The planning process started with consultations at the

agency level, followed by internal technical workshops with all actors and partners to

formulate the first draft. The draft was again discussed with internal technical staff

and other stakeholders for validation. Throughout the process, the consultants have

consulted and briefed directorate staff whose inputs have been valuable in providing

policy and strategic guidance to the overall plan for all the stake holders working in

this section such as the MOI, MOLSA, MOH and MOE. This also included UN agencies

like UNHCR, UNICEF, UNHABITAT, UNFPA and IOM. International Agencies like NRC,

DRC, World Vision OXFAM,SCI and Islamic Relief.

Methodology

The Agency undertook a review of the 2011-2015strategic plan in line with

aspirations of NDP Vision 2030. The following steps were undertaken in the process:

• Review of previous strategic plan of the agency Former MRR&R 2011-2015

• Consultation with key management staff of the Agency

• Consultation with key partners/stakeholders in this area

• Situational Analysis – internal and external

• SWOT analysis workshop

Performance Review of the Previous Strategic Plan: 2011- 2015

Some of the challenges experienced in the last strategic plan of the last several years included:

• Limited individual initiative in implementing operational plans.

• Limitedcapacity of the monitoring and evaluation system.

• Inadequate staffing levels.

• High staff turnover especially in the departments.

• Inadequate budgetary allocation and insufficient budget resources.

• Lack of sufficient political commitment for reforms in the social sector

including Refugee, IDPs, Returnee and Migration.



SWOT Analysis: Internal

The internal IDPs, Refugees/asylum seeker, Returnees and migration assessment explored the strengths and weaknesses of the Agency. It shows that the capabilities

Strengths Weaknesses

• NDRA have functional offices in all regions of Somaliland

• NDRA has specialized department for IDPs, Refugees, Returnees and Migration response centre which is supporting all the target group in their protection and development

• Operational policies and procedures are available such as the IDPs policy and Refugee/asylum seeker draft policy

• NDRA have the capacity of Coordinating all the actors working in the intervention of the target group

• Somaliland government allocates funds in the annual budget to the NDRA

• Comprehensive knowledge of context

• Monitoring and coordination mechanism of NDRA is limited

• The frame work of the policies in NDRA is limited

• Limited information sharing between the NDRA and stakeholders working in this area

• The facilities and equipment of NDRA is limited

• The knowledge of mixed migration education and awareness is limited

• Limited enforcement of strategies and policies

• The government budget allocated to NDRA is limited and does not match the workload of agency

• The premises of NDRA in the central and regions is not sufficient for the work of NDRA in this area.

• Inadequate engagement with and profiling of persons of concern

Opportunities Threats

• International donors, UN and INGOs interested in supporting IDPs. Refugees/Asylum Seekers, Returnees and Migrants

• Coordinating with other relevant government bodies such as NADFOR in responding to humanitarian emergencies.

• NDRA is the government agency mandated to support IDPs, Refugees/asylum seekers, Returnees and migrants

• Somaliland government committed to support these target groups under international standards.

• NDRA have access to work in all the regions • The relationship between NDRA and Donors

is improving and can be harnessed for support

• Drought, climate change, cyclonic and regional security instability

• Inter-clan conflict • Competition for resources such as grazing

land and water in the country

• Increasing number of irregular migration paths

• Growing number of youth with limited job opportunities

• Coordination of the stakeholder’s intervention is limited and causes more stakeholders to work in the same region while other regions receive less support.



and competencies of the Agency has accumulated over time and therefore enhanced the Agency’s capacity to apply its focus for the betterment of implementation of subsequent Strategic Plans.



Chapter 4: Strategic objectives and plan by each Pillar

Pillar 1: Somaliland IDPs Protection and Recovery Strategy

Introduction

The term “Internally Displaced Persons” (IDPs) in this strategic plan means persons

or groups of persons who have been forced or obliged to flee or to leave their

homes or places of habitual residence, in particular as a result of or in order to avoid

the effects of armed conflict, situationsof generalized violence, violations of human

rights or natural or human-made disasters, including drought, and who have not

crossed an internationally recognized state border2. The definition includes those

who have been displaced as aresult of competitionfor resources such as land or

livestock, and those who have lost access to their traditional nomadic living space

through loss of livestock, loss access to grazing and water points or markets.

Displacement- Related context

The frequency of drought experienced in Somaliland in the last decade; inter-clan

conflict, eastern border conflict between Somaliland and Somalia, climate change,

the cyclonic hits in the country, returnees from neighbouring countries, and

migration from rural to the urban areas have caused the displacement in Somaliland.

Determining the actual number of IDPs is a major challenge, NDRA believes that the

current estimates are 150,404households3.Several IDPs have been unable to trace

their family members or receive information on their fate. Around 70% of those

displaced are women and children.

Displaced girls are increasingly likely to be subjected to arranged, early marriages,

rape and abuses in houses in which they serve. There are many unaccompanied and

separated children among both IDPs populations and orphaned children whose

parents have died. Many IDPs, including women and children, have suffered the

trauma of witnessing and/or surviving extremely violent experiences.There is a

significant rise in the number of child and female-headed households. Youth, who

constitute a significant group among IDPs face severe barriers to accessing

education and livelihoods. They are particularly susceptible to engaging in irregular

migration to Yemen through the Red Sea or to Europe through the Mediterranean

where some of them disappear.Specific threats to men and a number of other

factors have led to a high incidence of family separation. According the reports from

the partners including CCBRS, World Vision, REACH who are working with IDPs the

prevalence of GBV is very high. Older persons and persons with disabilities and/or

those with chronic medical conditions face extreme hardship and encounter multiple

problems in accessing basic needs as well as specialized medicines and treatment.

2https://emergency.unhcr.org/entry/223896/idp-definition 3NDRA record of IDP numbers



All displaced populations suffer from a lack of clear information on issues affecting

them directly, which exacerbates feelings of uncertainty, disempowerment and lack

of agency. Only ad hoc channels for feedback and complaints exit, and these often

do not connect with decision makers.

In Somaliland, the vast majority of IDPs are hosted in communities, many with

family members and relatives. Over time, however, the resources and resilience of

host communities has come under increasing strain. Mistrust of IDPs and returning

refugees inevitably affects the feasibility of their integration into the community, and

poses a potential challenge to peace and security.



Some common Features of Displaced population in Somaliland include:

Uprooted community due to the displacement i.e. disruption of clan protection, loss

of access to livelihoods and material household assets; prevalence of divided

households with some members residing permanently or temporarily in the place of

origin or in other IDPs settlements; express need for a durable solution or intention

to return; the inability to access services, assistance and markets; seasonal travel to

rural areas.

Displaced populations are not just survivors, but have great potential and capacity to

be agents of change and to rebuild their lives. Engaging, involving and partnering

with youth, in particular, holds tremendous potential to harness the energy and

innovation they can bring to all aspects of solutions and recovery. To date, however,

efforts to fully involve the displaced in the planning and decision making have been

largely absent. Many of the displaced have relevant skills in agriculture, cattle

raising, fish farming and trading if matched with financing, could translate into

sustainable livelihood options, supporting the activation of local economic hubs.

Evidence shows that the presence of the displaced populations has created

economic opportunities in some of the most impoverished areas of Buroa and

Hargeisa for example, the emergence of local markets in isolated areas to serve the

needs of IDPs. Additional opportunities would most certainly emerge if access to

micro-financing were available. Field research revealed that many IDPs have a

background in business or have skills that could be quickly put into productive use if

they had access to start-up capital in the form of small grants or loans, which would

in turn boost local economies.



Durable Solutions for Displacement:

A durable solution is achieved when internally displaced persons no longer have any

specific assistance and protection needs that are linked to their displacement and

can enjoy their human rights without discrimination on account of their

displacement. It can be achieved through: • Sustainable reintegration at the place of

origin (hereinafter referred to as “return”); • Sustainable local integration in areas

where internally displaced persons take refuge (local integration); • Sustainable

integration in another part of the country (settlement elsewhere in the country).

Resolving displacement is a collective responsibility requiring a joint and coherent

strategy combining interventions across the humanitarian-development nexus in the

areas of security and protection, livelihoods and economic recovery, governances

and social cohesion.

The search for solutions to displacement in Somaliland is taking place against the

backdrop of an environment which presents both opportunities and challenges. The

April 2018, joint partner assessment on Drought and Protection Concerns in IDP

Sites indicated that 92% IDP households in the surveyed sites indicated intention to

remain and settle in their current locations4. Security and access to services are

universally cited by IDPs as thekey issues to be addressed when facilitating returns.

The vast majority of IDPs, approximately 60%, live in host communities, while the

remainder live in settlements scattered across the country. Over the past several

years a number of main LGA town centres have been including IDPs in their plans,

and several of these location groups of IDPs are spontaneously relocating,

establishing make shift settlements in proximity to areas where host community and

LGA have established a presence.

Despite various risks, it is imperative for humanitarian and development actors to

jointly plan and implement interventions which contribute to government efforts to

create an environment for durable solutions. The geographical scope of this strategy

will encompass all the Somaliland regions. These are also the areas recognized as

most affected by drought in the last decades.

In addition the IDPs response in Somaliland requires:

Improved IDPs programs coordination, monitoring and evaluation, policydevelopment and dissemination; frequentIDPs assessment and profiling. Provision of access to rights and services such as livelihoods; shelter; health, education, mental health and Psychosocial Support (MHPSS)WASH including establishment of permanent water structures and sanitation; services for persons with specific needs including children, women, persons with disabilities; housing, land and property rights; food security, community

4http://www.reachresourcecentre.info/system/files/resource-documents/reach_som_report_joint_partner_protection_assessment_april_2018.pdf



participation; access to environment friendly solar energy and community based structures.

Pillar 1 Overall Objective

The overarching objective of the IDPs intervention strategy is to support sustainable

solutions of voluntary return, local integration or resettlement of displaced

populations, and in doing so, contribute to the resilience of communities affected by

displacement, with overall expected effects on recovery and peace building.

Specific objectives

The realization of durable solutions for Somaliland IDPs is a complex, multi-faceted

process that combines human rights and community-based approaches with

coordinated work with humanitarian and development actors. The below objectives

were designed aiming at attaining durable solutions for IDPs and are underpinned by

principles which will guide a comprehensive and effective response on different

areas in need of intervention.

Strategic objective 1: To ensure that IDPs who are moved from unofficial to

official well-structured settlements have full access torights and services, including

livelihood opportunities, and are fully involved in the planning and decision making

of this resettlement.

Strategic objective 2:Ensure collection of information on areas of return and

create conducive environment to support, where feasible, sustainable voluntary

return of the IDPs to their areas of origin with full access to rights and services

including return assistance.

Strategic objective3: Toensure that IDPs who are provided with land are

reintegrated and have access to rights and fully operational services, including

income generation programmes and skills trainings with emphasis on the persons

with specific needs including women, children, older persons and people with

disabilities.

Implementing the IDPs protection and response strategy

Cross-sector plans and joint programming

Implementation of the solution strategy requires the elaboration of cross sectoral

plans, bringing together humanitarian and development actors under the leadership

of the relevant authorities and line ministries for which NDRA will remain

coordination lead. Solution-oriented interventions must be supported by collaborative

approaches that allow:

(1) Through coordinated assessments, building a common understanding of risks,

needs, gaps and existing capacities achieved by sharing analysis and pooling

relevant data;



(2) Defining collective outcomes for the short, medium and long-term outcomes fully

taking into account capacities and resources;

(3) Jointly planning and programming and defining roles and ways forward;

(4) Improving progress monitoring tools using outcomes.

The dissemination of the plan at the local level will allow for improved engagement

and ownership of the local stakeholders on the process in the priority areas.

Pillar 2: Refugee Protection and Solutions Strategy

Somaliland Refugee Context

The country currently hosts more than 19,144 Refugees and asylum seekers.

Somaliland has continued to receive refugees and asylum seekers from Yemen,

Ethiopia, Eritrea and small number from Syria. Throughout 2016, Somaliland faced

two parallel emergencies from Ethiopia, Yemen and more people are expected to

arrive by the end of 2018. The profile of the new arrivals is likely to continue to be

characterised by a very high proportion of women and children, requiring specialised

services.

In terms of international legal frameworks for the protection of displaced

populations, in September 1976, Somalia acceded to the 1951 Convention relating to

the Status of Refugees and its 1967 Protocol, and to the 1954 Convention relating to

the Status of Stateless Persons in April of 1965 with no reservations. It also acceded

to the 1961 Convention on the Reduction of Statelessness as well as the regional

1969 OAU Convention Governing the Specific Aspects of Refugee Problems in Africa .

Somaliland accepted to adhere to all the international ratifications by the former

Somalia government. Somaliland also respected the African Union Convention for the

Protection and Assistance of the Internally Displaced Persons (IDPs).

Somaliland has an exemplary refugee protection environment, providing refugees

with freedom of movement, the right to work and establish businesses, the right to

documentation, access to social services and asylum under the international refugee

law. Furthermore, Somaliland demonstrates how a progressive refugee policy is

economically and socially advantageous for both refugees and their host

communities. As a guiding principle, area-based approach should benefit host

communities equally to allow them to absorb refugees. When communities recognize

that refugees are agents of development and that they positively contribute to the

sustainable development of their districts, the refugee asylum space is not only

protected, but strengthened. Whereas the incidence and intensity of poverty have

declined, a large section of the Somaliland population remains vulnerable to poverty.



Protection and Solutions Opportunities

There is firm commitment to refugee protection, through an enabling

policy environment and supporting where refugees live mostly in regions

such as Maroodijeex, Tog-dheer, Awdal and Saaxil. In general, host

communities are respectful and welcoming, allowing refugees to live

independently. Government provides refugees with access to rights and

services as well as opportunities for self-reliance.

Somaliland is hence at the forefront for transitioning from humanitarian

aid to a solutions approach, in particular by linking development and

humanitarian approaches. The success of this progressive multi-

dimensional approach for solutions does however depend on continued

substantial support and investment towards both humanitarian

emergency relief and development interventions in refugee hosting

areas.

This strategic plan also acknowledges the importance of and envisages a

link with the objectives of the Comprehensive Refugee Response

Framework (CRRF) as a whole to: (i) ease pressures on host countries;

(ii) enhance refugee self-reliance; (iii) expand access to third country

solutions; and (iv) support conditions in countries of origin for return in

safety and dignity. The Global Compact on Refugees will seek to achieve

these four interlinked and interdependent objectives through the

mobilization of political will, a broadened base of support, and

arrangements that facilitate more equitable, sustained and predictable

contributions among States and other relevant stakeholders. The

strategic objectives listed below aim at achieving durable solutions for

refugees and asylum seekers by actively promoting and contributing to

the full realisation of rights and access to services as well as self-reliance

and therefore increasing their prospects for local integration.



Pillar 2 Strategic objectives

Strategic Objective 1: Legal protection, including access to territory

Preserve equal and unhindered access to territory and protection space and promote

the full enjoyment of rights, while maintaining the civilian character of asylum. Life-

saving multi-sector emergency response continues in line with refugee influx trends.

Particularly, NDRA will ensure that persons in need of international protection or at

risk of persecution upon return are identified and have access to territory and

asylum procedures.

Strategic Objective 2: Access to registration and documentation

Ensure asylum seekers and refugees have timely and effective access to registration

procedures and documentation.

Strategic Objective 3: Access to Refugee Status Determination (RSD)

procedures

Registered asylum seekers to have timely access to fair RSD procedures in line with

international legal instruments and guidelines.While RSD is currently conducted by

UNHCR, NDRA will make efforts jointly with UNHCR to capacitate staff and gradually

take over the RSD activities.



Strategic objective 4: Internalisation of internationallegal instruments for

the protection of refugees

NDRA will envisage development of a refugee law in line with international legal

standards for the protection of refugees and asylum seekers.

Strategic Objective 5: Peaceful co-existence with local communities

promoted

Ensure refugees live in safety, harmony and dignity with host communities and

together protect their natural environment while contributing to social cohesion.

NDRA will continue to actively promote the rights of refugees and peaceful

coexistence within communities; to strengthen collaboration with aid agencies and

scale up partnerships with other development actors, private sector and academia,

among others.

Strategic Objective 6: Sustainable livelihoods improved

NDRA to work with aid Agencies, other development actors and the private sector to

foster sustainable economic self-reliance opportunities for refugees and host

communities, and thereby contribute to socio-economic growth. Focus areas will

include agricultural productivity and value addition and business development and

employment, with environment preservation as a key cross-cutting consideration.

NDRA haveto particularly scale up partnerships with the private sector.

Strategic Objective 7: Social service delivery is integrated with local

governments

NDRA with the guidance of UNHCR and other development actors to support the

progressive enhancement social service delivery capacity in refugee-hosting areas,

with a view to integrating services with local government systems.



Strategic Objective 8: Support repatriation and local integration

NDRA will promote the principle of voluntariness with regards to the voluntary

repatriation option by conducting return intention surveys and provide refugeeswith

country of origin information in order for people to make informed decisions about

their return. In the spirit of its open door policy, efforts will be made to ensure local

integration of refugees by allowing access to public services and basic rights

including access to land, housing and property rights.

In addition, the government will continue supporting UNHCR whenever needed on

resettlement and other complementary pathways. However, the current quotas for

these are limited and due to international political developments in the resettlement

countries, it will mostly decrease in the next coming years.

Strategic Objective 9: Provision of emergency assistance

In emergency response situations, NDRA jointly with aid agencies and development

(including local) partners will continue to collaborate by assessing (including through

protection-sensitive border monitoring) and responding to the needs of refugees and

asylum seekers.

Pillar 2: Refugee Protection and Solutions Strategykeyactors

Government of Somaliland – National Displacement and Refugee Agency

(NDRA) will continue to lead and coordinate the refugee interventions with all

national and external partners. It will also coordinate with other line ministries such

as Ministry of Health, Ministry of Education, Ministry of Interior, Ministry of Justice,

Ministry of Employment, Social Affairs and Family, Ministry of National Planning and

Development, Justice and Judiciary Affairs and institutions such as National Human

Rights Commission and other relevant departments. NDRA will lead the

implementation of the Refugee interventions. NDRA will continue to co-chair the

inter-agency coordination for emergency responses. The Government is responsible

for the overall security and management of refugee including land management.

Relevant line Ministries (especially water, education and health) will facilitate the

integration of social services in refugee hosting Regions.

UNHCR:will continue to support the Government of Somaliland with refugee

protection and assistance, through life-saving emergency response delivery,

solutions-oriented programmes in refugee hosting regions, as well as with provision

of technical expertise, coordination and advocacy. UNHCR will continue to co-lead

the refugee response with NDRA, and co-chair the inter-agency coordination for

emergency response. UNHCR in coordination with NDRA and Government of

Somaliland will ensure that persons in need of international protection or at risk of

persecution upon return are identified and have access to territory and asylum

procedures in respect of the principle of non-refoulment.



Implementation of the strategy

The strategy will be implemented in all the regions and districts of Somaliland

where the refugeesare residing.

Programmatic priorities

• Strengthening the capacity of NDRA staff to respond to refugee situations;

• Registration and documentation of refugees and asylum seekers

• Access to civil registration and documentation;

• Community participation and full access to justice;

• Housing, land and property rights;

• Multi-sector life-saving emergency response;

• Child protection;

• Prevention and response to SGBV;

• Timely and specialised support to persons with specific needs;

• Inclusion of refugees and asylum seekers in the national system through

promoting integrated service delivery in the education, health, livelihood,

shelter, WASH and protection sectors;

• Sustainable livelihoods, with a particular focus on youth like promotion of

VTC;

• Contribute and collaborate with UNHCR in repatriation programmes;

• Strengthening collaboration with Immigration Department (Ministry of

Interior)

• Work towards gradually undertaking RSD activities.

Pillar 3: Returnees: Strategy on sustainable return and inclusion of

returnees

Since 2017 till date, UNHCR’s return programme, with support from IOM, has

received a total of 2,631 Assisted Spontaneous Returnees (ASR) from Yemen who

arrived by ship through the Berbera Port. From these, 2,284 continued their journey

to Mogadishu, 112 to Puntland and 235 opted to stay in Somaliland. The returnees

from Yemen who remained in Somaliland were born here and decided to return on a

voluntary basis, mainly due to the war and crisis in Yemen. They receive medical

care and onward transportation assistance from IOM upon arrival and are financially

assisted by UNHCR with a reinstallation grant and an additional six months of

subsistence allowance in order to establish their livelihoods and become self-reliant.

In addition, Somaliland continues to receive returns from Libya.These returnees



receive a combination of financial reinstallation/subsistence support from UNHCR

and in-kind grants for education, vocational training or small business start-up from

IOM.

In addition, IOM supports the Assisted Voluntary Return and Reintegration of

returning migrants from a variety of countries in Africa, Asia and Europe. Working

with NDRA to ensure that these returnees have government clearance to return,

IOM assists the return travel of these migrants to Somaliland and provides cash or

in-kind support to facilitate their sustainable reintegration.

In light of this, NDRA plays a critical role in managing the political space in relation

to the concerns of returnees and in ensuring the Somaliland government continues

implementing its generous policies in regards to these groups.

Areas of programmatic priority

1. To coordinate all the interventions supporting returnees and host community

according to the guiding principles of CRRF;Promote UN and development

agencies and others, including, private sctorinterest to provide skill trainings

and assist entrepreneurship and business start-ups to sustain livelihoods;

Actively promote and provide access to education. Ensure community

participation as part of the whole of society approach.

2. To support the registration process of returnees, including through nationality

check, and ensure proper management of data.

3. In support of NDRA, UNHCR and IOM provide returnees with applicable

reception, medical care, registration, protection, transportation and

economic/education/livelihoods support to allow sustainable reintegration of

all returnees and to identify and make necessary referrals in cases of persons

with specific needs.

Key Activities

• Establish returnees coordination meeting, monitoring and evaluation, policy development and dissemination.

• Improve returnees database • Streamline return clearance process for Assisted Voluntary Return and

Reintegration (AVRR) cases. • Develop updated screening and verification system

• Receiving and registering returns and providing transportation to their final destination as necessary.

• Provide assistance for sustainable reintegration, through, for instance: o Provision of NFIs o Connection to education and TVET programmes



o Linkage to psychosocial services o Entrepreneurship and income generation programs o Provision of health services

• Community capacity building and awareness raising

• Host community support for planning and provision of services that also account for the needs and inputs of returnees



Pillar 4: Migration Response Centre

INTRODUCTION

The Migration Response Center (MRC) is an important department under the

National Displacement and Refugee Agency (NDRA). The MRC was formed to

support vulnerable migrants in Somaliland in terms of direct assistance such as basic

medical services and provision of NFIs etc., as well as serve as a one-stop point for

identification of needs and referral for specialized protection services, including

Assisted Voluntary Return and secondary screening for specific vulnerabilities. In

addition to these services, the MRC coordinates national advocacy campaigns on the

risks of migrating in an irregular manner, a practice also known as “Tahriib” in

Somali. It also aims to promote peaceful coexistence between migrants and the

host community.

The MRC in Hargeisa (Somaliland) was established in July 2009 with the support of

IOM in response to the increase in irregular migration into or through the region.

The MRC’s work is mainly focused on the assistance and the protection of migrants

coming from neighbouring countries.

Since the MRC’s inception in 2009, it has maintained a strong working partnership

with IOM, which has provided funding towards the day to day running costs of the

MRC. IOM currently supports a networks of MRCs in the Horn of Africa region. As

part of this institutional support role, IOM has also supported MRC Hargeisa’s

integration into a regional data collection system of MRCs to assist Governments and

other key stakeholders in better tailoring their services to key needs and identifying

trends. Through this funding, the MRC has assisted over 8,703 individuals and

families of migrants from 2009 to 2015. In addition, the MRC has collaborated with

the Mixed Migration Task Force (MMTF), co-led by IOM and UNHCR and chaired by

Ministry of Justice.

The MRC wants to address gaps within its services taking into account potential

mixed movements, population growth, financial constraints, potential resources and

sustainability. The identification of these gaps will further strengthen the role of the

MRC as the leading national agency for the protection of migrants and others of

concern in the within the mixed flows including potential asylum seekers and

refugees in Somaliland, and further cement the positive perception of the MRC by

local communities which allows it to operate effectively.

Moving forward the MRC will focus on building its capacity, particularly in the areas

of information management and referrals, including through the establishment of

mobile outreach capacities which will extend its reach to migrants beyond Hargeisa.

It will continue to strengthen its counseling and reception services, and will

incorporate best practices from other MRCs in the region.



MRC Specific strategic objectives

I. To further strengthen core MRC services e.g.counseling and psychosocial

support, medical assistance, outreach, and Assisted Voluntary Return and

information management.

II. To conduct screenings to identify specific protection needs for migrants in

vulnerable situations and other specific vulnerable groups including women,

unaccompanied and separated children and referral to specialized services.

This screening would also identify asylum seekers/refugees to be referred to

NDRA refugees/asylum seekers registration unit.

III. Supporting the host community experiencing significant migration or

producing migrants through outreach and information sharing.

IV. Identifying the root causes of migration as well as monitoring mixed

movements and migration roots;

V. To promote and advocate for the right of migrants and lobby in the

government institutions to prevent and suppress migrant smuggling.

VI. To build a data base information about mixed migration and continue through

carrying out researches, survey about the mixed migration root causes and

organize community mobilization awareness against violation of migrant

right.

VII. To devise and implement a gradual transition plan for MRC staff to be made

part of the Somaliland civil service (for instance 3-4 to transition annually).

VIII. Support the development and implementation of policy targeting protection of

migrants

MRC to play a strong role in Mixed Migration Task Force (MMTF) activities, in

cooperation with NDRA,to ensure effective interventions related to mixed migration

flows, including through involvement and lessons learned from other MRCs in the

region.

MRC KEY ACTIVITIES

• Continue developing close working partnership between the MRC and the IOM

and other international Organizations/LNGOs through good management

practices.

• Developing a reliable and highquality system which caters to the needs of

migrants, ensure protection sensitive reception arrangements are in place, and

persons with specific needs e.g. asylum seekers, children, VOTs are identified

and referred to services without delay.

• Assisting migrants through registration, screening, medical treatment,

facilitation of transport, travel documents and trainings on promoting migrants’

human rights in collaboration with Mixed Migration Task Force (MMTF).

• Provide emergency medical treatment, food and non-food items to vulnerable

migrants in Somaliland.



• Facilitate awareness, raising dialogue, discussions, speeches, advocacy and

lobbying to protect migrants rights alongside MMTF.

• To enhance emergency response and capacity building of MRC staff to support

and advocate for migrants in Somaliland.

• To address problems faced by migrants and provide them for advice on how to

understand the ways of working and adjusts into the new life.

Strategic Matrix of Activities

The following table outlines the strategic activities in relation to the objectives within

each pillar of the strategy and the yearly resource requirement over the plan’s

period. In addition, objectives and activities relevant to strengthening the overall

capacity of NDRA have been grouped under a “Pillar 0” featuring activities.

NDP II

OUTCOMESOBJECTIVES ACTIVITIES 2019 2020 2021

10,000

15,000

18,000

Pillar 0 (Part 1)

BudgetStrengthening NDRA Institutional capacity building

By 2021, 90 staff will

be trained to deliver

effective and

efficient services in

the planed period

Provide different

training like

humanitarian, camp

management,

financial

management, human

resource, leadership,

governance etc

20,000 30,000 40,000

Governance

SDG 10.2,

Governance

SDG 16.7,

Governance

SDG 16.8,

Governance

SDG 17.4,

Social

Protection

SDG 5.1

20,000

80,000 80,000

Develop M&E

framework

By 2020, NDRA will

have developed and

implemented the

necessary laws,

policies and

procedures to fulfil

its mandate

10,000

Update asylum

seeker policy

Develop Refugee Law

Develop Returnee &

Reintegration policy

Develop fundraising

strategy

30,000 30,000 30,000

15,000

Maintain current

fleet of vehicles

Purchase 6 new

vehicles 80,000

By 2021, NDRA will

have extended its

fleet and improved

the condition of its

vehicles.



NDP II


903,000 300,000 275,000 Total Yearly Budget for Pillar 0

10,000

By 2021, NDRA will

have overseen the

construction of 4

new regional and

central offices

Construct 4 offices 100,000

Pillar 0 (part 2)

Strengthening NDRA Institutional capacity building Budget

By 2021, NDRA will

have recruited 60

new staff members

including 15 for the

MRC

Recruit 20 new staff

every year including 5

for the MRC

65,000 65,000 65,000

Governance

SDG 10.2,

Governance

SDG 16.7,

Governance

SDG 16.8,

Governance

SDG 17.4,

Social

Protection

SDG 5.1

By 2020, NDRA will

have carried out a

comprehensive

assesment of the

number of IDPs in

Somaliland

Conduct assessment 525,000

Purchase necessary

equipment and

furniture

10,000

By 2021, NDRA will

have the

appropriate

equipment and

furniture in all its

offices

80,000 50,000



NDP II

OUTCOMES OBJECTIVES ACTIVITIES 2019 2020 2021

Water support:

tanks, trucking &

Water Sources dev.

2, 138,000 2,138,000 2,138,000

Support 300 families

to start a business 60,000 60,000 60,000

Conduct 6

awareness-raising

campaigns on gender-

based violence (GBV)

issues

50,000 50,000 50,000

Train 150 social

service staff on prevention of and

response to GBV

60,000 60,000 60,000

Social

protection SDG 1.1,

Social

protection

SDG 1.2,

Social protection

SDG 1.3,

Social

protection

SDG 2.1,

Social protection

SDG 2.2,

Social

protection

SDG 5.2, Social

protection

SDG 5.3,

Infrastructure

SDG 11.1

200,000 200,000

By 2021, NDRA will

ensure that IDPs

who are moved

from unofficial to

official well-

structured

settlements have

full access to rights

and services.

Pillar 1 (Part 1)

Internally Displaced People (IDPs) Budget

200,000

Construct 18 Schools 108,000

Provision of 4,500

temporary shelters 1,050,000 1,050,000 1,050,000

Distribute 6,000

non-food item kits 200,000

Relocate 4,000

families to formal

settlements at

government provided

land

42,000 42,000 42,000

Provision of 3,000

permament houses 6,250,000 6,250,000 6,250,000

Provide 4,000 land deeds to relocated

families

30,000 30,000 30,000

Construct 24 Health

Centres 200,000 200,000

Provision of 1,200

permanent latrines 320,000 320,000 320,000

108,000 108,000

Provide skills training

to 600 people 106,000 106,000 106,000



NDP II

OUTCOMES OBJECTIVES ACTIVITIES 2019 2020 2021

17,024,000 17,024,000 17,024,000 Total Yearly Budget for Pillar 1

Provide

unconditional and

conditional cash

transfers to 12,000

families

50,000

By 2021, ensure

collection of

information on

return areas and

create conducive

environment to

support, where

feasible, sustainable

voluntary return of

the IDPS to their

areas of origin with

full access to rights

and services

including return

assistance

Train 30 IDP

committees in

Community

Development and

Leadership

10,000 10,000 10,000

Provide skills training

to 1,200 IDP youths 1,500,000 1,500,000 1,500,000

Pillar 1 (part 2)

Produce 6 joint

assessments of the

areas of origin and

current locations

20,000 20,000 20,000

Budget

Provide restocking to

4,800 families 4,000,000 4,000,000 4,000,000

Internally Displaced People (IDPs)

Social

protection

SDG 1.1,

Social

protection

SDG 1.2,

Social

protection

SDG 1.3,

Social

protection

SDG 2.1,

Social

protection

SDG 2.2,

Social

protection

SDG 5.2,

Social

protection

SDG 5.3,

Infrastructure

SDG 11.1

440,000 440,000 440,000

By 2021, NDRA will

ensure that IDPs

who have relocated

will be reintegrated

and have access to

rights and services.

Provide 1,900

families with

agricultural tools and

seeds

50,000 50,000

Distribute food

rations to 15,000

vulnerable families

500,000 500,000 500,000



NDP II


By 2021, NDRA will

conduct timely

registration and

develop ID Cards for

asylum seekers and

refugees

Develop and

implement

appropriate

documentation

procedures for

asylum seekers and

refugees

50,000 30,000 30,000

2,000,000 2,000,000

By 2021, registered

asylum seekers will

have timely access

to fair RSD

procedures in line

with international

legal instruments

and guidelines

Gradually take over

RSD activities,

ensuring capacitated

staff and due process

10,000 10,000

20,000

2,000,000

10,000

By 2021, NDRA will

have improved

social services to

communities living

in areas hosting

asylum seekers and

refugees and raised

awareness on

peaceful

cohabitation

Conduct awareness-

raising with

stakeholders

including refugees

and host community

about the rights and

responsibilities of

refugees, including by

promoting their

access to public

services

20,000 20,000

Ensure access to

quality health / water

/ education /

environment services

to the relevant

communities

Pillar 2 (Part 1)

Refugees and Asylum Seekers Budget

Governance

SDG 10.2,

Governance

SDG 16.2,

Social

protection

SDG 1.1,

Social

protection

SDG 1.2,

Social

protection

SDG 1.3,

Social

protection

SDG 2.1,

Social

protection

SDG 2.2

By 2021, the

reception of asylum

seekers and

refugees-protection

oriented border

monitoring will be

improved

Ensure provision of

reception facilities in

Somaliland for the

newly arrived

refugees and asylum

seekers and conduct

protection-sensitive

and effective border

monitoring exercises

250,000 50,000 40,000



NDP II


Conduct return

intention surveys 30,000 30,000 30,000

7,410,000 7,090,000 6,930,000

700,000 700,000

Total Yearly Budget for Pillar 2

Assist UNHCR and

partners to facilitate

Voluntary

Repatriation when

conditions in the

countries of origin

are conducive to

return

700,000

300,000 200,000 200,000

Improve emergency

response

mechanisms in case

of large scale influx

40,000 40,000 40,000

2,000,000

By 2021, refugees

and asylum seekers

will reach

sustainable

livelihoods

modalities

Provide health

services to 6,000

people

400,000 400,000 300,000 By 2021, refugees

and asylum seekers

will have improved

access to services

through better

linkage with

government

systems

500,000 500,000 500,000

50,000 30,000

Offer psychosocial

support to 300

people

60,000

Budget

Governance

SDG 10.2,

Governance

SDG 16.2,

Social

protection

SDG 1.1,

Social

protection

SDG 1.2,

Social

protection

SDG 1.3,

Social

protection

SDG 2.1,

Social

protection

SDG 2.2

Provide cash-based

support to 4,000

vulnerable families

By 2021, NDRA will

support the

repatriation of

refugees

60,000 30,000

Offer legal aid

services to 120

people

50,000

By 2021, NDRA will

lead inter-agency

emergency

response and

provide assistance

to new arrivals

Provide for basic

needs of new arrivals

2,000,000 2,000,000

Pillar 2 (part 2)

Refugees and Asylum Seekers

Provide education to

3,000 children

1,000,000 1,000,000 1,000,000

Offer income

generation programs

to 600 families



NDP II


Maintain and

rehabilitate basic

services in the areas

of return and ensure

returnees are linked

to these services by

considering their

specific concerns and

vulnerabilities

600,000 600,000 600,000

Governance

SDG 10.2,

Governance

SDG 16.14,

Governance

SDG 17.4,

Social

protection

SDG 1.1,

Social

protection

SDG 1.2,

Social

protection

SDG 1.3,

Social

protection

SDG 2.1,

Social

protection

SDG 2.2

100,000 100,000

Analyse data

collected on

returnees to better

predict trends and

facilitate linkage to

services

20,000 20,000

Pillar 3 (part 1)

Returnees Budget

By 2021, NDRA will

coordinate all the

interventions

supporting

returnees and host

community

according to the

guiding principles of

CRRF

Conduct 10

consultations with

local communities to

assess participation,

acceptance and

prospects of

reintegration of

returnees

20,000 20,000 20,000

By 2021, NDRA will

support the

registration process

of returnees,

including through

nationality check,

and ensure proper

management of

data

Develop a database

to monitor returnees

and their

reintegration process

30,000

Conduct the

registration of all

new returnees

100,000



NDP II


Strengthen the

human and material

capacity of 12

community centers

120,000 120,000 120,000

1,045,000 1,035,000 1,035,000

BudgetReturnees

Pillar 3 (part 2)

Governance

SDG 10.2,

Governance

SDG 16.14,

Governance

SDG 17.4,

Social

protection

SDG 1.1,

Social

protection

SDG 1.2,

Social

protection

SDG 1.3,

Social

protection

SDG 2.1,

Total Yearly Budget for Pillar 3

115,000

By 2021, NDRA will

provide returnees

with applicable

reception, medical

care, protection,

transportation and

education /

livelihood support

Ensure reintegration

package is provided

in a timely manner

and in-line with local

realities

30,000 30,000

Provide education to

300 returnee children 30,000 30,000 30,000

30,000

Offer vocational

training to at least

600 returnees and

support their

integration in local

initiatives

115,000 115,000



NDP II


Construct 2 offices 50,000 50,000

Conduct awareness-

raising campaigns

reaching 36,000

people

30,000 30,000 30,000

Conduct 6 workshops

to identify the

various factors of

irregular migration

20,000 20,000 20,000

Support 1,000

stranded migrants to

return to their

countries of origin

105,000 105,000 105,000

446,000 516,000 311,000 Total Yearly Budget for Pillar 4

150,000

Conduct yearly

assessments of

protection gaps and

share it with

stakeholders

40,000 40,000 40,000

Develop screening

tools to assess gaps 50,000

Provide 2,000 non-

food item (NFI) kits to

migrants

66,000 66,000 66,000

Provide medical

support to 3,000

people

30,000 30,000

By 2021, NDRA will

conduct screening

and identify specific

protection needs,

and ensure these

needs can be

addressed

By 2020, NDRA will

have identified the

roots of irregular

migration

Conduct 1 national

study to identify the

various factors of

irregular migration

Pillar 4

Migration Response Center Budget

Governance

SDG 10.2,

Governance

SDG 16.2,

Social

protection

SDG 1.1,

Social

protection

SDG 1.2,

Social

protection

SDG 1.3

Provide equipment

and material for all

MRC offices

By 2021, NDRA will

have improved the

material capacity of

the MRC office

40,000 10,000 5,000

30,000

Provide psychosocial

counselling to 600

people

15,000 15,000 15,000

By 2021, NDRA will

have upgraded the

quality of services

provided by the

MRC

By 2021, NDRA will

improve its efforts

towards prevention

of irregular

migration



Annex 1. Budget Summary Table

The table below summarises the planned budget per year and pillar.

2019 2020 2021

Total Yearly Budget for Pillar 4 446,000 516,000 311,000

Yearly Grand Total 26,828,000 25,965,000 25,575,000

Total Yearly Budget for Pillar 2 7,410,000 7,090,000 6,930,000


Total Yearly Budget for Pillar 0 903,000 300,000 275,000




Annex 2. Sustainable Development Goals and NDP II Outcomes Summary

Table

The table below details the NDP II Outcomes that are referenced in the Strategic

Matrix above by their “Code” from the NDP II RBM Matrixes, such as “Social

Protection SDG 1.1”.

SUSTAINABLE DEVELOPMENT

GOALSNDP II OUTCOMES PILLARS

Pillar 1

Pillar 2

Pillar 3

SDG 1. End poverty in all its

forms everywhere.

Social Protection SDG 2.1

By 2021, alleviate the prevalence of

undernourishment amongst rural and urban

population by 12%


By 2021, reduce the incidence of domestic

violence against women by 16%

Pillar 1


By 2021, reduce the incidences of rape and

other forms of sexual violence by 50%

Pillar 1

SDG 5. Achieve gender

equality and empower all

women and girls.

Pillar 1

Pillar 2

Pillar 3


By 2021, reduce the prevalence of food

insecurity amongst rural and urban population

by 10%

SDG 2. End hunger, achieve

food security and improved

nutrition, and promote

sustainable agriculture.

Pillar 1

Pillar 2

Pillar 3


By 2021, 30% of vulnerable population willhave

access to social protection systems

Pillar 1

Pillar 2

Pillar 3

Pillar 4


By 2021, the proportion of vulnerable people

that have access to basic services will increase

by 5%

Pillar 1

Pillar 2

Pillar 3

Pillar 4


By 2021, reduce the proportion of men,women

and children of all ages living in extreme poverty

in all its dimensions according to national

definitions by 20%



SUSTAINABLE DEVELOPMENT

GOALSNDP II OUTCOMES PILLARS

SDG 10. Reduce income

inequality within and among

countries.

SDG 11. Make cities and

human settlements inclusive,

safe, resilient, and

sustainable.

SDG 16. Promote peaceful

and inclusive societies for

sustainable development,

provide access to justice for

all and build effective,

accountable and inclusive

institutions at all levels.

Governance SDG 16.7

By 2021, develop effective, accountable and

transparent public institutions at all levels

Pillar 0

Governance SDG 10.1

By 2021, the Government of Somaliland will

ensure orderly, safe, regular and responsible

migration and mobility of people for both

inflows and outflows

Pillar 0

Pillar 2

Pillar 3

Pillar 4

Infrastructure SDG 11.1

By 2021, increase access for all residents to

adequate, safe and affordable housing by 20%

Pillar 1

Governance SDG 16.2

By 2021, increase the effectiveness and

efficiency of rule of law at the national level and

ensure equal access to justice for all by 70%

Pillar 2

Pillar 4

Governance SDG 17.4

By 2021, build on existing initiatives to develop

measurements of progress on Somaliland

sustainable development that complement

gross domestic product, and support statistical

capacity building in national and local levels

SDG 17. Strengthen the

means of implementation

and revitalize the global

partnership for sustainable

development.

Governance SDG 16.8

By 2021, the Government of Somaliland will

ensure that 100% of public workers are

recruited through the formal and merit-based

process

Pillar 0

Governance SDG 16.14

By 2019, increase the percentage of citizens with

national ID (i.e. regions, districts, rural and

urban, gender, and ages) to 50%

Pillar 3

Pillar 0

Pillar 3

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